論文哥代寫源于英倫 服務世界 專業代寫服務12年 <-- -->

跨文化并購管理案例分析報告:以戴姆勒奔馳和克萊斯勒合并為例

時間:2014-12-29 11:15來源:livesitehelp.com 作者:pesix4 點擊:
這篇文章主要介紹了一個跨文化的合并的有關內容。文章主要以戴姆勒奔馳和克萊斯勒合并為例,主要介紹了該公司剛開始合并失敗的原因以及后來又合并成功的過程,主要介紹了跨文

這份報告的主要目的是為了分析在跨文化合并的過程中組織所要面臨的風險以及可能導致跨文化合并失敗的一些困難。該報告還涉及了一些方法,通過這些方法可以實現跨文化的并購的最終目標并成功實現跨文化整合。

從根本上來說,這份報告是建立在合并的基礎上來完成的,主要是對1998年11月12日戴姆勒奔馳和克萊斯勒完成合并這一事件的批判性的分析報告。報告第一部分主要說明戴姆勒克萊斯勒并購失敗原因,還重點介紹了做一個成功的跨文化合并應注意的問題,同時也提供了建議,告訴人們應采取什么措施才能使合并成功。

戴姆勒-奔馳和克萊斯勒汽車公司是兩個最大的汽車制造商。然而,在1998年,他們同意將他們所謂的業務合并和最終在一年后完成了合并。結果,由于戴姆勒奔馳與克萊斯勒兩大汽車公司的合并,他們合并之后的收入世界在所有汽車公司收入中位列第三。

The main objective of the report is to analyze the risks involved in making a cross-cultural merger and the kind of difficulties which have led to failure of some cross-cultural mergers. The report also deals with the methods through which a cross-cultural merger can achieve the motive for which it was eventually formed and to make a cross-cultural merger a success.

This report is fundamentally based on the merger which was completed on 12 November 1998 between Daimler-Benz and Chrysler, the first part of the report critically analysis the reason why Daimler-Chrysler merger failed, it also focus on the issues which should be considered to make a cross culture success and provide recommendation about what steps should be taken to make merger successful.

Daimler-Benz and Chrysler Corporation are the two of the largest car manufacturer, however, in 1998 they agreed to combine their business what they called merger and eventually after one year they finalise merger. As a result of merger Daimler-Benz and Chrysler was ranked as world 3rd automobile company in terms of revenue.

Many of the renowned organization has gone through merger and the most obvious reason for that is to produce economic of scale (Shelton et al., 2003), “Merger is absorption of one or more companies by a single existing company”. And every organization likes to go for merger to increase profitability as well as market share (Cartwright & cooper, 1993). As per Sharma (1998) “Merger is an act or process of purchasing equity shares (ownership shares) of one or more companies by a single existing company”. Therefore, Merger can be defined as that when two or more companies decide to come together to carry on the respective ventures with a common interest and benefit with an intention to grow in the respective location or market.
An Organizational Change is an attempt to achieve an ideal state through a continuous process of execution, evaluation, goal-setting and restructuring (Czinkota & Ronkainen, 2008). It is an important process for the growth of the company to evaluate the standing of the company in an International Market by restructuring the programs and setting up a short term and long term goals (Cummings & Worley, 2001).

A failure of an Organizational Change is based on various issues and generally the Companies are overlooking the factors involved like Pre Merger Due Diligence, Pre-Merger Cultural Due Diligence, Post merger training programs, making a vision of change, communicating the vision of change to the employees, setting up short term goals based on the change, building the change and Setting up a Long term goals based on Change. If after an Organizational Change the Companies are able to develop the trust and understanding in and among the employees (Wright& Ucbasaran, 2002). The Companies will be able to achieve the motive of entering into a cross-cultural merger and to make Companies a great success.

戴姆勒克萊斯勒的合并失敗的主要原因---Main reason for the failure of Daimler-Chrysler Merger

It is absolutely correct that Mergers and Acquisitions take place to realise the synergies between two or more companies involved but in case of ‘Daimler-Chrysler’ a mismatch in cultures was the one of the main reasons for the failure to realise the synergies because organization’s culture is hard to change (Cartwright & cooper, 1995). According to Veiga et al., (2000) it is even more complicated to manage an international merger and we can see from the case that both of the companies belonged to different cultures, as the Daimler belonged to Germany which is the Eastern Culture and Chrysler belonged to the Western Culture however, the difference in culture also lead unproductivity, lose in trust, low level of commitment etc. (Bijlsma-Frankema, 2001).

As per Weber et al (1996), the style of management plays a significant role in the success of merger. Furthermore Evans (2003) mentioned that management style is a factor which influence the culture of organization, however, some of the author disagreed with him and mentioned that this is the culture which influences management style(Schein, 1999), Daimler management style was bureaucratic, the decision making process was detailed as well as disciplined but Chrysler was team oriented, relatively informal therefore there was a difference in management style and the difference in management style cause failure in merger (Shreader & Self, 2003), and also creates confusion among the employees (McEntire & Bentley, 1996). (責任編輯:admin)

頂一下
(0)
0%
踩一下
(0)
0%
------分隔線----------------------------
發表評論
請自覺遵守互聯網相關的政策法規,嚴禁發布色情、暴力、反動的言論。
評價:
欄目列表
推薦內容

在線客服

售前咨詢
售后咨詢
微信號
Badgeniuscs
微信